Customer Service Strategy · 2021. 1. 13. · The Department recognises the importance of good customer service and in this context, one of the high-level objectives in the Statement

Customer Service Strategy 2020-2022

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Contents Customer Service Strategy 2020-2022 Introduction Page 02

Section 1 – Vision of Customer Service Page 04

Section 2 – Who are the Department’s customers? Page 10

Section 3 – Required Actions Page 25

Section 4 – Service Fundamentals & Service Culture Page 41 Appendix 1 Customer Service and Staff Supports Programme Board Terms of Reference Page 44 Appendix 2 Implementation Phase for Customer Service Strategy 2020 – 2022 Page 45

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Introduction The Department of Social Protection is the largest payment organisation in the State. The

Department is Ireland’s public employment service and directly funds a wide range of

employment programmes. Our annual expenditure of over €20 billion accounts for about

37% of the voted expenditure of the State.

Given the breadth and scale of its operations, the Department touches in one way or

another, on the lives of every person in the State. For example, the Department currently

processes over 78.8 million individual payments, and each week, over 1.3 million people

receive a social welfare payment. In the region of 630,000 families receive child benefit

payments.

In terms of employment services, in 2019;

• over 80,000 jobs were advertised on JobsIreland;

• almost 23,481 individuals participated on training and employment programmes; and

• 185,520 jobseekers engaged with one of the Department’s case officers.

and additional supports and services were provided by the Department’s contracted

providers.

There are over 5,900 staff directly employed in the Department, the vast majority of whom

are engaging with customers on a daily basis. Therefore, given the important and

wide-ranging role the Department plays in the State, the delivery of excellent customer

service is central to the Department’s mission of supporting and enabling individuals achieve

their potential in Irish society.

This strategy sets out to develop and implement, under the guidance of the Customer Service &

Staff Support Programme Board, key actions to deliver enhanced customer service to the

Department’s customers via the four main channels i.e. telephone, face to face, digital (online)

and post. It also takes into account the 12 guiding principles on Quality Customer Service, as

set out in the DPER document Our Public Service (OPS) 2020, which sets out a framework that

supports continuous development and innovation across the public service.

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The Department recognises the importance of good customer service and in this context, one of

the high-level objectives in the Statement of Strategy 2017-2020 is to introduce a quality

management system, which is designed to foster a culture of good customer service. In 2019,

the Department was awarded the International Social Security Association (ISSA) certificate for

customer Service Quality, which is awarded to social security organisations where they meet

the ISSA standard in the provision of a quality customer service.

The actions set out in the Customer Service Strategy are intended to embed this standard

across the Department and will also provide metrics, which will help management ensure

that the ISSA standard continues to be met.

Customer Service Strategy 2020-2022

The purpose of this strategy is to set out a vision for customer service for all customers of

the Department of Social Protection. It aims to make this vision a reality through the

identification and implementation of the necessary actions by staff required to enhance

customer service across the Department.

The strategy:

• Outlines a vision of customer service.

• Defines who the Department’s customers are.

• Identifies actions to be taken to enhance customer service through the Department’s

four primary customer channels.

This strategy sets out to develop and implement, under the guidance of the Customer

Service & Staff Support Programme Board, key actions to deliver enhanced customer

service to the Department’s customers via the four main channels of telephone, face to face,

digital (online) and post.

The strategy’s overall objective is to provide a more focused customer experience, further

increase efficiencies and improve the delivery of services across the Department with the

aim of enhancing the quality of service the Department provides its customers.

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1 Vision of Customer

Service

“Customer service is the experience we deliver to our customer. It’s the promise we keep to the customer. It’s how we follow through for the customer. It’s how we make them feel when they engage with us.” Shep Hyken

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Department’s Mission Statement To promote active participation and inclusion in society through the framework of employment rights and the provision of income supports, employment services and other services.

The Department’s overall objective for 2017 to 2020 is:

To continue putting our clients at the centre of all our operations, providing an efficient and effective service and to continue developing our staff, structures and processes.

The statement of Strategy 2017-2020 places the customer at the centre of policy and service delivery.

It aims to provide the right service in the right place at the right time to the customer by putting the client at the centre of service and policies, driving cost efficiency and effectiveness and developing staff, structures and processes.

The following diagram depicts the Department’s strategic approach and the diverse customer groups it seeks to support through its work.

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Improving Customer Service - Benefit to the Customer

The provision of improved service delivery to the customer will result in an efficient and

effective outcome in which the customer’s expectation of quality service has been met

irrespective of the outcome.

Improving Customer Service - Benefit to the Department

The Statement of Strategy 2017-2020 places the customer at the centre of policy and

service delivery. It aims to provide the right service in the right place at the right time to the

customer.

If the service is delivered efficiently and effectively:

• The Department should, at the first point of contact, identify the needs of the

customer in order to deal comprehensively with the query. This should allow the

application to be processed promptly and lead to efficiencies, particularly in the

reduction of follow-up visits, telephone calls or emails to the Department. If a

customer has to return on a number of occasions in the processing of their

application, this will result in increased staffing overheads and is an indicator of a

service delivery model that could be improved.

• In addition, improved service delivery would be underpinned by a consistently high-

quality decision-making process.

• Finally, the improvement in quality customer service should result in an increase in

public confidence and trust in relation to the services provided by the Department.

The benefit of a quality service delivery model in the public sector is that the needs of the

customer are identified at the first contact and that further ongoing contact generally

happens when the customer is dissatisfied or unclear as to the process involved in

processing their application or dealing with their query. Therefore, an improved service

delivery model should result in enhanced service performance, which will reduce the need

for the customer to contact the Department.

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The Vision for Service Quality

To further develop and improve the efficiency and effectiveness of services for our

customers, to improve the accessibility of these services through the acceleration of the

digital delivery of services and to further develop and improve communications and

engagement with customers.

Secretary General John McKeon

Assistant Secretary Niall Egan

“At the core of DSP strategy is to have the right policies & services at the right time in the right place for its customers”

“As a Department we deliver a vast range of services that touch on the lives of every citizen in the State. We strive to do so to a high standard and can do so with the support of our staff whose dedication, professionalism and commitment are second to none.”

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DSP Values

“The Department of Social Protection has identified five core values, all directly supporting

the Department’s Strategic Goals. Our values were subject to thorough consideration and

reflect a strong consensus among staff and stakeholders as to the values which underpin

excellent customer service.”

• Customer Focus

• Engaged Staff

• Total Professionalism

• Public Service

• Innovation

The continued development of the Quality Customer Service ethos within the Department

will ensure the above values are adopted by staff.

Examples of how these values are reflected in the DSP service delivery to customers are:

• Customer focus: The Department’s Digital Services Division is working with

customers in designing and testing the development of online services. The delivery

of these online services provides customers with more choice and enables them to

engage with the Department at a time of their choosing. Building these services with

direct input and feedback from customers seeks to ensure that the online services

are intuitive, customer friendly and built around the customer.

• Engaged Staff: Many front-line staff are availing of upskilling, training and accredited

education programmes through the Department’s Learning and Development

Strategy. This significant investment in our staff, aims to deliver continuous

improvement in how we deliver services and ultimately high levels of customer

satisfaction.

• Total Professionalism: The One DSP Values Recognition Programme is designed to

recognise the significant contributions by staff members in the workplace where, they

have demonstrated a commitment to DSP core values. Each year, nominations are

submitted and outline how the nominees have exceeded their role in an effective and

competent manner while taking pride in their work and their achievements.

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• Public Service: Each year, over 1.7m applications are processed in a fair and

impartial manner. It is open to customers to appeal a decision where it will be

independently reviewed and examined.

• Innovation: In 2019 the Back to School, Clothing and Footwear Allowance processed

almost 80% of its claims through auto-award or online applications through

MyWelfare. The Department’s Treatment Benefit scheme won the Civil Service

Excellence Award for Integrated Digital Excellence in 2019 and this is further

evidence of the Department’s innovative approach to delivering excellent customer

service.

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2 Who are the Department’s customers?

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The Department’s customers can be categorised under the following broad headings:

• Older People: e.g. Persons who have reached retirement age and are eligible for or

claiming benefits/pensions.

• Working Age: e.g. Persons between 18-66 years of age who are in employment,

available for employment or involved in education, training or employment support

programmes.

• Illness, Disability and Carers: e.g. Persons of working age with a disability or illness

claiming a benefit/payment, and those in receipt of Carer’s allowance/benefit.

• Families and Children: e.g. Persons of working age claiming benefit/allowance such

as One Parent Family payment, Child Benefit or Maternity or Paternity Benefit.

• Employers: e.g. The Department supports employers through its employer relations

teams through the provision of employment supports, job matching and job

advertising services.

• Internal customers: e.g. all staff of the Department have a role in providing excellent

customer service whether they deal directly with customers or provide their

colleagues with the necessary supports and services to enable them to deliver the

best service possible to our customers.

• Partners – organisations that the Department rely on to deliver the wide range of

services to customers. These include dentists, opticians, GPs, branch offices,

contracted employment support providers, our agencies and IT consultants.

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The key principles for Excellent Customer Service are:

• Customer-Centric Design – designing services around customers and from their

perspective.

• Inviting and acting on customer feedback with a view to continuously improving

customer service.

• Informing and respecting customers through every part of their interaction with the

Department.

• Getting it right first time and ensuring that a realistic timeframe is factored into the

planning process to do so.

• The delivery of a consistently high-quality service.

• All staff are responsible for the delivery of a high-quality service, not just those on the

front line.

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A sample of Customer comments conveyed to the Service Quality Unit

Quality Assurance – DPER Quality Customer Service Initiative

The Quality Customer Service Network (QCSN) was established by DPER in 2000. The

Department is represented on this network by the Communications Unit. It was established

to develop, promote and implement the Quality Customer Service Initiative, which comprises

12 guiding principles. These are set out on page 14

“It’s always so brilliant when a government service is fast, efficient, and kind to deal with. The maternity benefit team in Buncrana are absolutely excellent and the process couldn’t be simpler” Customer Service Survey 2019

“Margaret was absolutely excellent. She really went above & beyond to assist in any way she could. She is undoubtedly a great ambassador for this service. Such a pity there isn’t more people like her manning Customer Service desks elsewhere” Customer Service Survey 2019

“I got a lot of forms to read to answer my queries! I am not very good at reading forms, I find them very difficult to complete. The forms were given in good faith but presuming I could complete them effectively.” Customer Service Survey 2019

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The 12 guiding principles on Quality Customer Service Quality Service Standards

Publish a statement that outlines the nature and quality of service which the customer can expect and display it prominently at the point of service delivery.

Equality/Diversity

Ensure the rights to equal treatment established by equality legislation and accommodate diversity.

Physical Access Provide clean, accessible public offices that ensure privacy, comply with occupational and safety standards and, facilitate access for people with disabilities and others with specific needs.

Information

Take a proactive approach in providing information that is clear, timely and accurate, is available at all points of contact, and meets the requirements of people with specific needs.

Timeliness and Courtesy

Deliver quality services with courtesy, sensitivity and the minimum delay, fostering a climate of mutual respect between provider and customer.

Complaints

Maintain a well-publicised, accessible, transparent and straightforward to use system of dealing with complaints about the quality of service provided.

Appeals

Similarly, maintain a formalised, well publicised, accessible, transparent and simple-to-use system of appeal/review for customers who are dissatisfied with decisions in relation to services.

Consultation and Evaluation

Provide a structured approach to meaningful consultations with, and participation by, the customer in relation to the development, delivery and review of services. Ensure meaningful evaluation of service delivery.

Choice

Provide choice, where feasible, in service delivery including payment methods, location of contact points, opening hours and delivery times. Use available and emerging technologies to ensure maximum access, choice and quality of delivery.

Official Languages

Provide quality services through Irish and/or bilingually and inform customers of their right to choose to be dealt with through one or other of the official languages.

Better Co-ordination

Foster a more coordinated and integrated approach to the delivery of public services.

Internal Customers

Ensure staff are recognised as internal customers and that they are appropriately supported and consulted with regard to service delivery issues.

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DPER – Our Public Service (OPS) 2020

OPS 2020 is building on previous phases of public service reform in order to further develop

the culture of continuous improvement across the public service.

The framework for the reform process is built on 3 pillars, the first of which is “Delivering for

our Public”. One of the key actions contained in this pillar relates to the improvement of

services for customers. The Department is represented on the action team of sectoral

experts, who have been convened to produce a scoping paper to progress this priority

action. The portfolio of initiatives identified to further this action will inform the rollout of the

DSP Strategy.

The Service Quality Vision Statement reflects the ambition of this document to further

develop and improve the delivery of services to customers.

DSP awarded International Certification for Service Quality

ISSA Secretary General Marcelo Abi-Ramia Caetano, DSP Secretary General John Mckeon and ISSA President Prof. Dr Joachim Breuer

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In adhering to the national policy for the improvement of customer service quality, the DSP

decided to seek an internationally recognised certification for its customer service quality

processes.

The International Social Security Association (ISSA) is an international organisation for

social security institutions, and it aims to promote excellence in social security. It has a range

of resources available to members, including a set of 13 guidelines for social security

administration, which range across a number of areas such as good governance,

communication, ICT and the promotion of sustainable employment.

In doing so, the Department sought and received ISSA recognition for the delivery of

services to customers on the basis that the Department’s approach meets the standards, as

set down by ISSA in its service quality guidelines. The next phase is to embed the

framework across the Department. The ISSA framework provides a route map on how we

will engage with customers across the Department as set out through the service quality

model.

Quality Assurance - The ISSA Guidelines on Service Quality

The DSP is a member of ISSA and is actively involved in the development of the ISSA

Service Quality guidelines. The ISSA Guidelines on Service Quality have been developed

assisting social security institutions further develop and improve service performance by;

• Providing guidance on service quality principles and practice.

• Supporting capacity building to provide and improve service quality.

• Providing soft standards on service quality.

The service quality model that is developed through these guidelines is made up of 7

components, namely:

1. The service quality framework (i.e. the intent).

2. Consulting and engaging participants (i.e. listening and feedback).

3. The product development lifecycle (i.e. developing better products).

4. Addressing service fundamentals (i.e. excellence in delivery).

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5. Measurement and feedback (i.e. transparency).

6. Developing a service culture (i.e. investing in staff through training).

7. Continuous improvement (i.e. regular review).

The 12 guiding principles for the DPER Quality Customer Service Initiative are

encompassed in the ISSA service quality model.

ISSA Service Quality Model

The Department’s Management Board have agreed to adopt the ISSA Service Quality

guidelines and to rollout their implementation on a phased basis across the Department. The

table below depicts the high-level proposed actions to implement the ISSA Service Quality

guidelines. It has also been agreed that these guidelines should be adopted by the various

Agencies and partner organisations such as the Social Welfare Appeals Office, Citizens

Information Board and the Pensions Authority and that this will be reflected in the Service

Level Agreements with each organisation.

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DPER Guiding Principles ISSA Guidelines

Quality Service Standards Service Quality Framework

Equality/Diversity Service Quality Framework

Physical Access Addressing Service Fundamentals

Information Product Development Lifecycle

Timeliness and Courtesy Addressing Service Fundamentals

Complaints Measurement & Feedback

Appeals Measurement & Feedback

Consultation and Evaluation Consulting & Engaging Participants

Choice Product Development Lifecycle

Official Languages Equality Consulting & Engaging with Participants

Better Co-ordination Continuous Improvement

Internal Customer Developing a Service Culture

ISSA Model DSP

Service Quality Framework

DSP Mission Statement, Customer Charter, and Customer Service Programme Board.

Voice of the Participant

Customer centred approach, e.g. C&V Pillar, Pre-Budget Forum, Social Inclusion Forum – dedicated customer feedback structure reporting.

Product Lifecycle Documentation of processes, e.g. Front Office Back Office (FOBO), RSU forms and circulars.

Service Culture Accredited staff training, role profiles, staff suggestions facility.

Service Fundamentals One DSP Values Recognition Awards, Service Quality Unit.

Measurement & Feedback

This will revolve around KPIs which result in excellent customer service and prompt payment.

Continuous Improvement Staff and customer suggestions via surveys and feedback.

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Customer Channels

The Department engages with its external customers through four key channels;

• Telephone

• Post & E-mail

• Face to Face

• Online

Section 3 of this strategy document sets out the actions aimed at improving customer

service across each of the above channels.

Customer Service – Management The development and delivery of a quality customer service can only be achieved if

management are satisfied that they have the skills and the tools, to manage and measure

how staff provide such a service. It is important that the appropriate processes, training,

communication and controls, which encourage good decision making, are in place together

with regular monitoring and evaluation. This is best achieved by seeking the views of

management.

It is important that the views of management are obtained both before and during the

implementation phase of the rollout of the strategy. In this context, it is proposed that a

working group comprising managers of front line and also support services from the

geographical area would be convened to work through the operationalisation of the general

principles of the strategy. It is envisaged that members of this working group would remain

when the project moves to another location providing expertise and experience during the

next phase of the rollout.

Customer Service – Staff Views In September, the Service Quality Unit, on the recommendation of ISSA, invited senior

Canadian officials from the Employment and Social Development Canada (ESDC) to come

to Ireland to meet with Management Board and to also speak at a Service Quality

Conference with DSP front line staff and management.

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The two-day visit by the Canadian Officials commenced with a presentation to the

Management Board. They provided the Board with a valuable insight into their service which

illustrated that there are a significant number of similarities between the DSP and ESDC

models of service delivery and customer service. They also outlined in detail the experiences

Canada has had and the challenges they have faced in the introduction of the ISSA

Framework.

The purpose and intent of the two-day conference with front line staff was to:

• Bring together a cross-section of staff representing all grades whose role/function

was related either directly or indirectly to the provision of customer service.

• To engage with staff, hear their views on customer service, create an awareness of

the quality customer service and achieve their “Buy-in” to the concept.

• Agree on a definition of Good Customer Service as defined by these front line staff

and to identify from their perspective, barriers to the provision of this service.

The definition agreed upon after much discussion is as follows:

“Quality Services are customer-focused. Quality Services promote and deliver the desired

outcomes for customers in a respectful, timely, efficient, accessible and inclusive manner to

achieve the desired service outcomes for all our customers.”

Throughout the two days staff were engaging, forthcoming and demonstrated a willingness

to develop, improve and deliver a quality service to the Department customers across all

offices.

In the course of the workshops the following topics were discussed and highlighted as areas

where the organisation could improve thus enabling staff deliver a more focused quality

customer service.

• Policy and Guidelines: circulars are too open to interpretation and need to be more

accessible to staff by simplifying the language used making them easier to read. It

was suggested that they could follow a “Plain English” style removing the use of

complex language.

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• Bank of Good Practice & Knowledge Sharing: a bank or index of knowledge and

good practice should be developed, which is easily accessible to staff in order to

assist with queries or issues. In general staff felt that there is a knowledge gap in the

Department and the loss of Information Officers was lamented. This knowledge gap

is of significant concern to staff.

• Consistency across the Department: Intreo based staff, in particular, think this is a

significant issue and are concerned that customers can get different answers to the

same question across the Intreo service. Staff voiced concerns about variations and

deviations in local practice across Intreo Centres. Training was viewed to be one of

the key solutions to this issue.

• Consultation: Staff consider that the Department has an excellent track record in

consulting with national organisations. However, it was suggested that increased

consultation at local/regional level would also be of benefit.

• Communication: Staff are of the view that the Department needs to do more in

communicating clearly both internally with staff and externally with customers.

• Professionalism: Staff suggested that an informal appropriate dress code “not a

uniform” could be implemented for staff and that it would be beneficial for the staff

and customer alike. In particular staff suggested ID Badges and a smart dress code.

They recognised that this would not be an easy task.

The above issues/topics are present in the customer service strategy document and serve to

demonstrate that staff want to provide a good service and that they are willing to engage and

have the customer front and centre of their thinking around service delivery.

The learning from the conference, the feedback and the involvement from the staff in

attendance along with the agreed definition of Quality Customer Service is reassuring that

the Service Quality Unit is following the correct pathway for the nationwide rollout of Quality

Customer Service. This will inform the SQU in its engagement with staff as part of the rollout

of the strategy.

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A sample of Staff comments conveyed to the Service Quality Unit

"I’ve been on the other side of the counter. I know what it’s like to be sat there and to feel nervous and anxious and upset...... so I always try to put myself in the customer’s shoes" Ciara, Cahirciveen Intreo Centre - Annual Report 2018

“I am delighted that Customer Service is now being looked at by the Department and I am grateful for the chance to participate in it.” Customer Service Conference 2019 – Feedback Survey

“Because of the vast variety of our schemes and services, it is not always possible to deliver positive news, but if we explain our decisions and how they are arrived at, clearly, and without jargon, most people understand and accept those decisions. This is not simple however, because of the complexity of our schemes. Overall, it was an extremely worthwhile conference, and I think that we have a good starting point. There is always room for improvement.” Customer Service Conference 2019 – Feedback Survey

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Service Quality Strategy Framework

Human Resources Staff Development Unit

Facilities Management Unit Information Systems Division

Customer Service & Staff Supports Programme BoardCustomer Service Strategy 2020-2022

Online

Digital ServicesDigital Adoption

Plan

Post & Email

Push Text Project

Face to Face

Front OfficeBack Office

FOBO Rollout

TelephoneCommunications & Customer Services

UnitCustomer Contact

Strategy 2020-2022

Service Quality Unit

Co-ordinating, Facilitating & Monitoring

The Service Quality Strategy Structure is made up of four pillars as mentioned previously in

the strategy. These pillars will be overseen by the Service Quality Unit which in turn feeds

directly into the Customer Service and Staff Supports Programme Board.

The Platform for support for these pillars comes from areas such as HR, FMU, SDU and ISD

to assist where issues arise in the implementation or introduction of change into the Intreo

Centres and HQ offices.

The Digital Adoption Plan, The Customer Contact Strategy 2020-2022 and the Customer

Service Strategy 2020-2022 will set out the actions needed.

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Implementation Process

The Service Quality Implementation process will be rolled out on a phased basis.

A Customer Service and Staff Supports Project Board will be set up comprising the relevant

sections involved in the rollout of service quality in the HQ or the Division. Two project

teams, led by the SQ Unit will work with the Division or the HQ in the rollout of the service

quality plan.

Team 1 will be focusing on the Intreo Centres and Team 2 will be focusing on the scheme

areas and HQ offices. An outline of the implementation phase is set out in Appendix 2.

The particular metrics for each action are set out below with each action listed under the

relevant service delivery channel. In addition, the yearly implementation plan will set out the

KPIs, which will measure performance against key customer service related objectives in

those schemes or areas where the strategy is implemented in the year in question.

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3 Required Actions

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Overview The individual actions listed below are set out under the relevant channel of communication.

Each action sets out the owner, the timeline and the KPI or metric that will apply in terms of

the delivery of the service. These may be different depending on the geographical area or

scheme that is at issue (e.g. central schemes will in the main, not provide for KPIs/metrics in

relation to face to face communication).

The strategic or high-level business performance metrics for each channel of communication

are set out below.

Strategic Business Performance Targets

The high-level metrics listed below for each channel should help provide an overall profile in

terms of customer satisfaction. The individual actions listed under the four service delivery

channels will focus on particular goals, which are intended to improve particular aspects of

service delivery. These will also be assessed on an annual basis, as part of the annual plan

for the implementation of the strategy.

The high-level targets for the lifetime of the strategy are as follows:

Telephone:

• The call answering rate will increase to 90% of calls received.

• A standard IVR will be introduced throughout the Department.

• All call centres will operate to standardised hours.

• A first-time call resolution target will be introduced throughout the Department.

Post/ E-mail:

• A text message will issue to the customer, confirming receipt of the application and

giving a timeline for decision.

• Template letters will issue to the customer, which will clearly outline the decision in

plain English.

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Face to Face:

• Standardised opening hours will apply in all Intreo Centres.

• Intreo Centre receptions will encompass a customer service/digital ambassador

function.

• A staff ID system will be in place for customers to know who they are dealing with.

• A customer feedback process will be in place for each Intreo Centre.

• A web self-service option will be available in each Intreo Centre.

Online:

• 50% of applications submitted by customers will be made on-line by 2023.

• The MyWelfare option will encompass an enhanced customer dashboard where the

customer can access information on payment information and payment history

details.

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Service Delivery Channel Specific Actions – Telephone

The Customer Communications Unit is currently finalising a customer contract strategy for

2020 - 2022, which will encompass telephone and email contact.

The telephone will remain an important method of contact for the Department's customers.

Customers find a level of reassurance with having the option of calling the Department

seeking support or guidance with an application. Staff should encourage and inform

customers on how to opt for one of the other channels as a means of contacting our offices

with enquiries etc. Answering calls and dealing with queries (in cases where the answer is

already available to the customer) impacts on resources and productivity at offices across

the Department.

Each year the Department receives approximately 7 million telephone calls. This is from a

total customer population of just over 2 million. Therefore on average, the Department

receives 3½ calls per customer annually.

Statistics gathered on calls to the Department show that a large portion of the 7 million calls

typically stem around a number of key areas namely:

• Claim Status.

• Have the customers documents been received.

• And how long until claim decided.

Actions

1. Design Telephone Policy

A telephone operating policy is to be designed and implemented, including roles for operators and management including monitoring and feedback – to be part of goal setting for future PMDS. The policy will measure the call abandonment rate with the aim of seeking to reduce this to an industry-standard 10% or less. It will provide statistics on the breakdown of calls to the Department.

The Department must ensure that there is an alternative landline number available and prominently advertised alongside any 1890 telephone number to ensure customers have the option that best suits them. Also, it should be made clear that 1890 numbers incur a higher cost if called from a mobile. Examine the number of telephone numbers advertised on the Department’s website and other locations with a view to rationalising them into a reduced number of calls.

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2. Examine the structure of the Department’s existing Call Centres

It is important to determine the Department’s overall business need and develop a model to respond to this and not scale up the current model, which may not in itself be the best fit. This may result in the concentration of calls into call centres with an escalation process whereby scheme sections are involved in the more complex cases.

3. IVR Standardisation

The current IVR system needs to be revamped and standardised across the department, and a Voicemail option should be explored.

The IVR system needs to have the functionality to enable quick changes to the IVR voice messages at national, regional and local level.

4. Reference Other Channels in IVR (MyGovID & MyWelfare)

The telephone operators should at all times reference MyGovID & MyWelfare in order to be able to advise customers of their digital options. This aims to result in fewer downstream telephone calls.

5. Standardised Hours

Opening hours for all existing Call Centres need to be examined, with a view to standardising them nationally. Consideration needs to be given to providing longer opening hours for one contact centre to provide support for any MyWelfare queries.

6. Telephone Tip sheet and Script

Staff working on telephones should be in a position to provide a consistent message when dealing with the customer. The policy should provide for the design of a tip sheet/script for all staff to assist them in dealing with our customers in a professional way with customer service at the centre of this action.

7. Reports

The system must have the ability to produce daily, weekly reports on individuals and sections with a process developed for management to discuss performance with areas and individual officers. These reports should be designed for use by local and regional management and should be capable of reflecting the national profile.

8. Training For Staff & Managers

Customer training to be provided to both managers and staff to ensure the service being delivered meets the required standards, which have been set out in advance.

9. Metrics

Telephone metrics to be developed to monitor performance including call abandonment rate and first-time resolution statistics.

Undertake a survey every year in all existing call centres to quantify the types of issues customers are raising with the Department via the main contact centres and to analyse any changes in the types of calls received in contact centres.

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Summary of Action Points

Service Delivery Channel

No. Action Point Owners Timeline Metrics

Tele

phon

e

1 Design Telephone Policy

Communications & Customer Service Unit

Q4 2019 Customer contact policy developed and submitted to MB.

2

Examine the structure of the Departments existing Call Centres


Q1 2020

Examine the current operating structure and its suitability for expansion / modernising and report on its findings.

3 IVR Standardisation


Q2 2021 Underway but will be incremental and in line with CC7 roll out.

A Standardised IVR to be introduced throughout the whole department either through a redesign of the current system or the introduction of a new bespoke IVR.

4 Reference Other Channels in IVR (MyGovID & MyWelfare)


Q2 2021 As part of comfort messages included in IVR solution

All telephone operators to reference the online channels. This should be an area for management to look into with the daily reports.

5 Standardised Call Centre Hours


Intreo Offices as per Office opening hours agreed Oct 2019 Central Schemes areas under discussion Q4 2020

All call centres to be standardised nationally.

6 Telephone Tip sheet and Script

Each operational business area with a contact centre- CS to support where necessary

Q1 2020

A tip sheet/script for all staff to assist them in dealing with our customers in a professional way with customer should be designed and provided to all telephone operators.

7 Reports Information Systems Division Q4 2020

All call centres to have daily daily/weekly reporting available to management for checking.

8 Training for Staff & Managers in Call centres

Staff Development Unit Q4 2020

Customer training should be provided to both managers and staff to ensure the service being delivered meets the required standards.

9 Metrics

Communications & Customer Service Unit and Information Systems Division

Q4 2020 for existing CC7 contact centres & Q4 2021 for 80% FCR

Metrics are defined in the Customer Contact Strategy. Ability to access metrics will depend on the rollout of AVAYA CC7 and supervisor access. First Call resolution @80% metrics will take longer to develop and integrate - Q4 2021 for same

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Service Delivery Channel Specific Actions – Face to Face

There are 62 Intreo Centres in the Department offering a range of services to customers

within a defined geographic area. In addition to those services delivered through the Intreo

Centre, it is possible for customers to obtain information in relation to services for people of

working age, Illness/Disability, Families & Children and information on schemes available

from HQ Offices.

The main feature of customer service in Intreo Centres is that customers have an

opportunity to meet and discuss issues with staff on a face to face basis. In this context, the

look, layout and design of Intreo Centres should be considered with a view to enhancing the

current welcoming environment. For example, consideration should be given to the feasibility

of Child Friendly Spaces such as those piloted in the Courts service.

Actions

10. Standard Opening Hours & Service Provision

All Intreo Centres should now be operating under the same opening hours and be providing the same level of service throughout the day, including lunchtime opening.

11. Digital Signage – TVs/Monitors in Intreo Centres

The use of digital signage is to be further developed and implemented. This will take the form of Digital Displays in the customer waiting areas highlighting and advertising services available to customers such as MyGovID and MyWelfare.ie

A standard message is to be developed centrally for display in the Intreo Centre; However the capacity to include local messages will also be possible up to a maximum of 20% of the content. Responsibility will be assigned to an officer in the Intreo for ensuring that content and local information is up to date in each Intreo Centre.

For example, the number of job seekers who were customers and who have found a job might be displayed on the Digital Display and updated monthly in line with the national statistics.

12. Wi-Fi

Public Wi-Fi should be provided in all Intreo Centres.

13. Customer Information – Posters

All posters on display should be current, and all old posters should be removed. Guidelines should be drafted on how to maximise the potential for the provision of customer information in a “clean – clutter-free office environment”.

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14 & 15. Intreo Template including Autism Friendly Sensory Rooms, Child Friendly Spaces

In most organisations where there are multiple offices or sites providing services to customers, a standard template based approach is adopted, for example, many supermarkets follow a template based floor plan so that customers are familiar with the lay-out no matter what part of the country they are in. Intreo Centres should seek to follow the same approach so that all offices have the same look and feel and where possible, a standardised layout.

It should be the case that a standard range of services should be provided including Autism Friendly Sensory Rooms, Child Friendly Spaces with additional services being available taking into account the scale of the Intreo and office set-up (similar to the Tesco – Tesco Express – Tesco Metro model). For example, a city centre Intreo may provide a more extensive level of service than a small rural Intreo.

16. Self Service Option

In many cases, the customer may wish to conduct their business online but may not be in a position to do so at home (e.g. because of poor broadband or connectivity issues). They may wish to visit their local Intreo Centre to carry out the transaction.

In order that they may do so, Self Service Options should be provided in all Intreo Centres and advertised to ensure maximum uptake from our customers.

17 & 18. Signage

In addition to digital signage and posters, which may be providing scheme information or updates, all offices including Intreo Centres and HQ offices may require clear signs and visual aids to enable the customer to go to the correct desk or area. A national standard should be set, and offices should work with this standard. SQ Unit will be responsible for coordinating this process. FMU will draft the request for tender with assistance from SQ Unit and FMU will be the area responsible for making any submissions to the PGC.

The existing Customer Commitment Statements should be revised and displayed prominently in Intreo Centres, other public offices and on the Department’s website.

Multi-lingual Signage in addition to Irish Language Act Obligations

Under the provisions of the Official Languages Act, 2003, the DSP is required to provide services through the medium of Irish. The main duties are

- To use Irish on statutory signage and announcements.

- Reply in Irish where correspondence in Irish is received.

- Provide any written communication in both official languages that is intended to give information to the general public or to a certain class of public.

In addition to the legal obligations, signs welcoming customers in multiple languages should be used in all Intreo Centres, where appropriate. Multilingual text should be developed on the most commonly asked questions and answers in order to support interactions with customer are who cannot speak English.

19. All Staff To Promote MyGovID & Mywelfare

All staff must promote MyGovID & MyWelfare to encourage uptake of the new service options available to customers, and assist customers in using the self-service options within the Intreo Centre.

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20. Standardise How Job Vacancies Are Displayed

The display of job vacancies in Intreo Centres is to be standardised. Customers should be aware of them regardless of the location. The inclusion of links e.g. QR codes to be explored, to provide the customer with immediate access to the vacancy online.

21. Front Line Training Course

A Training course with a greater emphasis on Service Quality to be developed for all Front-Line Staff.

22. Service Quality Office Visits

The Department will put in place measures to monitor compliance of its commitment to provide Quality Customer Service to Departmental customers.

Proposed measures will take place in the form of notified and un-notified visits to offices.

Notified Visits These visits will be carried out by the Divisional Management for their divisions on a scheduled basis to be agreed with SQ Unit. Such visits will be performed in accordance with standard SQ operating procedures for Intreo Centres and HQ offices.

Un-Notified Visits A series of un-notified visits will be performed by the SQ Unit on a random sample basis as deemed necessary by the SQ Unit. Outcomes of both visits will be collated to inform SQ Unit of progress and for presentation to the Programme Board. Progress reports will be submitted by local management to the Programme Board via the Divisional Manager on a quarterly basis and reported on to the Management Board every 6 months.

23. Customer Feedback

The ability for customers to provide feedback via electronic and paper format is to be introduced into all offices.

The Service Quality Unit will lead on this and liaise with the Statistics Unit and Communications Unit in the introduction of measures to collate and centralise this feedback so that the appropriate action can be taken.

24. Customer Service Champion

A Customer Service Champion is to be appointed as a resource into each Intreo Centre, in particular, to enable the front office to assist customers with web self-service.

25. Staff Identification

Staff must always identify themselves to customers giving their first name either on the telephone or face to face, for example name badges showing first name are to be introduced. This has been the subject of a number of Engagement and Innovation projects, which identify the positive aspects of this approach but also recognise that staff sensitivities need to be taken into account. However this proposal received strong support at the recent Customer Service Conference held in the Aviva stadium in September 2019.

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26. Recognition awards for Quality Customer Service

An awards system, which recognises excellent customer service will be developed and incorporated into the One DSP awards process.

27. Customer Surveys

The Current Jobseekers Satisfaction Survey is compiled annually by the Statistics Unit. Consideration to be given to the expansion to other schemes throughout the Department.

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Summary of Action Points



Face

to F

ace

10 Standard Opening Hours & Service Provision

Regional Management Q4 2019 All Intreo Centres now operate at the same hours providing the same level of service.

11 Digital Signage Service Quality Unit Q2 2021 All Intreo Centres now have digital signage in place.

12 Wi-Fi Information Systems Division Q2 2021 Wi-Fi to be rolled out to all Intreo

Centres.

13 Internal communications (Including posters)

Communications & Customer Service Unit and Facilities Management Unit

Q1 2021 Guidelines on posters on public display to be developed and implemented in all Intreo Centres.

14 Intreo Template, Professional and Welcoming Appearance

Facilities Management Unit Q4 2022 An Intreo template designed and in

use in all offices.

15 Autism Friendly Sensory Room, Child Friendly Space

Facilities Management Unit Q4 2021

All Intreo Centres to have available autism sensory rooms and child friendly spaces for customers.

16 Web Self Service (WSS) Digital Services Q2 2021

All Intreo Centres to be fitted out with self-service facilities as outlined in the Intreo Template.

17 Signage


Q2 2021 Agree a suite of appropriate signage for a national rollout.

18 Multilingual


Q2 2021 Agree a suite of appropriate multilingual signage for a national rollout.

19 All Staff to Promote MyGovID & Mywelfare

Digital Services Ongoing

Nationally all staff are to promote the use of online services with each interaction with our customers. This should form part of management’s checks process.

20

Standardise How Job Vacancies Are Displayed (QR codes to be explored)

Service Quality Unit Q2 2021 A standardised template for displaying of Job Vacancies to be developed and rolled out nationally.

21 Front Line Customer Service Training

Staff Development Unit Q2 2021 Front Line training course to be developed and be made available to all front line officers.

36

Summary of Action Points (continued)



Face

to F

ace

22 National Service Quality Support Team

Service Quality Unit Q2 2021

The SQ Unit will put in place measures to monitor compliance of its commitment to provide Quality Customer Service to Departmental customers.

23 Customer Feedback Service Quality Unit Q2 2021

The ability for customers to provide feedback is to be introduced into all offices nationally via electronic and paper format.

24 Customer Service Champion Service Quality Unit Q3 2021

A Customer Service Champion to be appointed in each Intreo Centre as Service Quality is rolled out.

25 Staff Identification Service Quality Unit Q1 2022

Name badges to be provided to all front line staff as part of the dress code. Service Quality will explore how the badges are to be introduced initially

26 Recognition Awards for Quality Customer Service

Service Quality Unit Q2 2022

Design of a Recognition Award that feeds into the One DSP Awards Programme that specifically recognises excellent customer service.

27 Customer Satisfaction Survey

Statistics Unit Q3 2020 Current Jobseekers satisfaction Survey to be expanded to other schemes throughout the department.

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Service Delivery Channel Specific Actions – Post & Email At present, the majority of applications made by customers to the central schemes areas are

submitted by post. This may change as the digital strategy rolls out with an increased

capacity to submit an application online.

Notwithstanding this, it is important that those customers using this applications process will

receive a good customer service.

Actions

28. Text Alerts/ Notifications

Many customers who use this channel often enquire to confirm that their application has been received and also to clarify when a decision will be made. It is proposed that a text alert push notification system is to be developed to enable customers to receive updates in relation to their claim progress and for confirmation of documents received. For example, they should receive confirmation that their application was received and they should be given a date by which it will be processed.

29. Signatures

All letters/emails are to be signed in person or digitally by the individual officer, in case the customer has a follow-up query.

30. Response Templates

The majority of queries relate to approx. 10 topics such as “when will my application be processed,” “when will I receive payment” and it should be possible to ensure that a national standard in providing a response is achieved. Templates are to be created for both email and written letters for the most commonly raised queries that are being answered from the MBX boxes and by post. These will be used by staff when replying to customers and it will involve a generic response to common queries raised such as when is my next signing day etc. Using templates will give a more professional standard approach to how we deal with written post and email.

31. Advertisement Of Services – MyGovID & MyWelfare

Customers are to be informed about the MyGovID and MyWelfare portals. For example, leaflets could be included in all envelopes with outgoing correspondence in the short to medium term outlining the benefits of using the service.

38

Summary of Actions



Post

& E

mai

l

28 Text Alerts/ Notifications Service Quality Unit Q2 2021 A text alerts system is developed

for use by all schemes nationally.

29 Signatures Communications & Customer Service Unit

Q1 2021

All staff must be informed to include first name / surname on each correspondence sent to a customer either electronically or in paper format.

30 Response Templates


Q4 2021

Templates to be developed and issued to all staff nationally. The top 20 business responses prepared by each business area for approval. Templates will reference the ISSA Service quality accreditation

31 Advertisement of Services Digital Services Ongoing

All new forms and letters to display information on MyGovID & MyWelfare. Explore options to include leaflets to be included in all central print envelopes with outgoing correspondence.

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Service Delivery Channel Specific Actions – Online

Following the publication of its digital strategy in 2017, the Department has worked to meet

the growing digital demands of its customers. New online services are continually being

developed, and the Department is examining how we can meet those customer expectations

in order to provide an excellent customer experience. The Digital Services Unit’s overall

approach will be set out in the digital adoption plan.

Actions

32. Seamless & Streamlined Switch between Communications Channels

A customer that interacts via one of the 4 methods of communication should at any stage be able to switch between channels. A customer should be able to commence a claim using the Department's online environment and if necessary complete that claim in our Intreo Centres and vice versa.

33. MyWelfare Customer Dashboard

A customer dashboard is now available on MyWelfare so that customers can view their current status of the claims within the Department, e.g. the amount of last payment, date of last payment.

It is capable of notifying customers of any change in their claim status. There should be a focus on promoting the digital channel – MyWelfare and the MyGovID accounts at every touchpoint the Department has with our customers – telephone, face to face, post and social media.

34. Social Media

There is a need to review and develop a strategy to enhance the Department’s social media presence and increasing the public awareness of the services the Department provides. The proposed action is to examine the adoption of other social media platforms and to enhance the number of channels the Department is using to communicate with its customers.

35. Digital Ambassador

A Digital Ambassador is to be appointed as a resource into each Intreo Centres, in particular, to enable the front office to assist customers with web self-service.

40

Summary of Actions



Onl

ine

32 Seamless & Streamline Switch between Services

Digital Services Q2 2022

Examine feasibility of business process to be in place that allows for a seamless transition between all 4 channels.

33 Social Media strategy Press Office Q4 2020 Social media strategy how to best communicate with our customers to be developed.

34 Customer Dashboard Digital Services Q3 2019 Customer Dashboard to be made available on MyWelfare.

35 Digital Ambassador Digital Services Q3 2021

Digital Ambassador to be appointed into each Intreo Centre as Digital Adoption Plan rolled out.

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4 Service Fundamentals & Service Culture

42

Service Fundamentals The delivery of a quality service to customers requires that the support areas factor this into

the development of the infrastructure through which the service is delivered.

In this regard, support areas such as FMU, ISD, and RSU provide wide-ranging services for

staff (Internal customers) and will, as appropriate enable the actions set out in Section 3 to

be implemented.

Facilities Management (FMU)

FMU will take into account the need to put in place a high standard of physical facilities and

reliable equipment in their planning process.

The Information Systems Division (ISD)

ISD will play a vital role in the Department's overall goal in the provision of Quality Customer

Service, by providing IT support and the infrastructure for both our customer-facing Intreo

Centres and our HQ offices.

Regional Support Unit (RSU)

The Regional Support Unit provides guidance and clarity to staff through the use of circulars

and memos notifying revisions in business practices following legislative and or operational

changes. The RSU will recognise the customer-centric approach when drafting these

circulars to ensure they are easy to read for staff and that the revised business practice is

customer-focused.

Stór

Stór provides an effective communication, collaboration and document management

platform in an easy to use environment. It links staff together across the Department and

provides an extensive document and content management system. Corporate and business

documentation are held in various sites – Divisional sites, Team sites, and My Sites on a

SharePoint platform.

Stór is the Department's main communication platform for its internal customer (i.e. staff), it

also provides an extensive document/content management platform. Stór enables staff in

frontline services to provide a quality customer service to customers of the Department.

43

The current Stór site is to receive a major upgrade and this process is now underway, it will

provide a more updated look and feel and an overall more user-friendly experience to staff

that use it as internal customers.

Service Culture

Developing a service culture within an organisation is paramount to the provision of a quality

customer service. However, first and foremost is the recognition that excellent customer

service is the responsibility of all individuals in the Department. It is up to each of us to

ensure that we deliver excellent service when we are interacting with the members of the

public, our partner organisations and indeed when we are supporting each other.

In order to improve service quality, the Department is currently investing in the skills and

capabilities of staff that deliver its services.

Staff Development Unit (SDU)

SDU is responsible for the development design and delivery of:

• QQI Accredited programmes within third level institution environment (currently NCI).

• Other training programmes.

• Training required locally, including but not exclusively, induction, customer service

and non-accredited training.

Service Quality Unit is working with SDU in relation to the delivery of customer service

training. In addition, SDU is designing training modules for management at different levels so

that local management can be equipped to manage the delivery of high-quality service to the

customer.

As stated previously, it is intended that the focus on the development of a service culture will

also apply to those Agencies or Bodies under the aegis of the Department and this will be

underpinned by the relevant Service Level Agreements between the Department and the

respective Body.

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Appendix 1

The role of the Customer Service and Staff Supports Programme Board is to lead and

manage the rollout of the DSP Customer Service Strategy and all matters relating to

customer services, with the management of the front line and support services in the

Department.

The strategy:




four primary channels (post, telephone, face to face and online).

In doing so, the Board will promote and implement quality customer service in line with the

12 guiding principles, as set out by DPER, on quality customer service. In adhering to the

national policy for the improvement of customer service quality, DSP will seek an

internationally recognised certification for its customer service quality processes through the

International Social Security Association (ISSA).

The Board will set out the metrics in the strategy, which will measure progress and will report

to the Management Board on a regular basis.

The Board may invite managers from line divisions to meetings to discuss particular issues.

The Board may convene consultation groups drawn from DSP staff and DSP customers to

consider matters relating to customer service.

Customer Service and Staff Supports Programme Board Terms of Reference

45

Appendix 2

Context

The Customer Service strategy 2020 – 2022:




four primary channels (post, telephone, face to face and online).

The lead owners of many of the required actions across these 4 channels are:

• Telephone (Communications & Customer Services).

• Face to face (FOBO).

• Post & email (SQU in terms of proposed PGC projects on push texts and auto-

generated letters).

• Online (Digital Services).

Other owners of supporting actions include HR, IS Services, SDU and FMU.

Implementation of Customer Service Strategy Using DSP Divisional Structure

At the Management Board meeting on 19 September, the Canadian delegation outlined how

they were taking a phased approach in the implementation of service quality. This approach

also involved the roll out of their plan on a regional basis rather than on a scheme by

scheme basis.

With this in mind, it is proposed to rollout the service quality agenda on a regional basis

using the DSP regional Divisional breakdown while incorporating the central scheme

Headquarters in the Divisions.

In doing so, it is proposed to start with the Midlands Division as the 1st region where the

rollout will commence. The Service Quality Unit will lead 2 teams into the Division, one which

Implementation Phase for Customer Service Strategy 2020 – 2022

46

will work with the Midlands Divisional management and staff and one which will take a

similar approach with the centralised schemes in Longford. It is envisaged that this would

commence in January 2020 but that preparatory work would be carried out in Nov/Dec 2019.

The intended outcome is that there would be improvements in efficiencies and consistency

of service leading to improvements in customer satisfaction.

Midlands Division – Intreo Service

The Midlands Division comprises 4 Intreo Centres namely Longford, Mullingar, Tullamore

and Athlone with a front office in Edenderry reporting to the Mullingar office.

Intreo Centres are currently undergoing a change process with the introduction of the Front

Office Back Office project. In addition, the Digital Adoption Plan envisages a significant shift

to customers accessing on-line services, including services, which are currently Intreo

based. The implementation of the customer strategy should ideally happen around the time

when the FOBO project is rolling out in the Division so that there is one overall change

process happening in the front office.

The first step in this process will be to meet with the Divisional Manager and the Divisional

Management Team to discuss how and where this approach could be adopted, taking into

account the ISSA guidelines on the delivery of a quality service. The local Change Manager

should also be a key link in this process.

Central Schemes - Longford

Earlier in 2019, work commenced on the development of an online platform, which would

enable customers to apply for a Working Family Payment (WFP). This project incorporates

to a large degree a customer-focused approach and as such contains many of the ISSA

principles.

It is envisaged that the WFP project will be the lead HQ central scheme, Longford that will

reflect the customer service strategy. A similar meeting with the senior management team to

reflect this will be planned as the first step and the SQU has been invited to join the WFP

project team.

47

Customer Centred Approach using ISSA Principles

The ISSA guidelines on service quality contain 7 key components, which must be present in

the rollout of a quality customer service. These could be incorporated into the Departments

approach starting in the Midlands Division as follows:

• Framework: A Project Board, which reports to the Programme Board would be set

up comprising of key Programme Board representatives (SQU, Digital Services,

Comms, IS and FMU and local senior management) to oversee the rollout of the

project. This model would be replicated in each of the remaining Divisions with local

management joining the Project Board as appropriate.

• Consulting and engaging with participants: Staff and customers should be

consulted as to how they consider that the service might be improved, along the lines

adopted in the SQU pilots conducted in Kings Inn Intreo, WFP Longford and WFP

Renewals Letterkenny. It is important that some suggestions, such as those raised at

the September staff conference on customer service which merit consideration, are

acted on at the earliest possible opportunity.

• Product Development Lifecycle: The main principle underpinning the delivery of an

end to end customer service experience is that staff will deliver a 360-degree service,

which covers all aspects of what this Department can do for the customer, even if the

customer has not raised the matter. For example, if a customer arrives in to sign off

because they are returning to work, the position regarding Back to Work Family

Dividend or Working Family Payment should be examined and discussed, if

appropriate.

The delivery of this service will require a more extensive engagement with the customer at

the front desk and this should be factored into the front desk staffing overhead when the

FOBO staffing calculations are being determined. It may also be appropriate to factor in the

Digital Ambassador staffing overhead at this point although this staffing should only be made

available as these enhanced functions commence at front office level.

It is important to note that this additional staffing will enable all staff to provide these

enhanced services rather than be assigned to specific staff.

48

• Addressing the Service Fundamentals: Adherence to this guideline will result in

customers being treated with respect, dignity and courtesy. As set out in the

customer strategy, a staff awards programme should be considered (possibly

incorporated into the One DSP awards), which would be measured against identified

service quality standards. It is also possible that an independent process might be

incorporated into this, such as the mystery shopper concept.

• Measurement and Feedback: It is envisaged that qualitative and quantitative

metrics would be identified, which would be applied. For example, management

currently collate statistics on the length of time taken to decide on applications but

similar statistics could be compiled on the number of times a customer has to engage

with the service before payment is authorised. Similarly, qualitative statistics could be

compiled by reference to customer surveys and the mystery shopper concept.

• Developing a Service Culture: As part of the engagement with staff and

management, the areas in which investment is required in the skills and capability of

staff should be identified and a plan for addressing these should be drawn up. Intreo

Centres currently make provision for a weekly training hour each Thursday and this

should be utilised in a coherent and structured way to address these training needs.

• Continuous Improvement: This should reflect the commitment of local management

to hardcode service quality into the daily cycle of the delivery of services. SQU would

engage with management to monitor and assess how targets have been met and

would report back to the Project Board.

Timeline

It is envisaged that the 2 SQU teams working with the HQ scheme and Midlands Division will

require approx. 4-6 months to rollout this implementation phase by assisting local

management and staff in the identification of the relevant implementation strategies and

KPIs.

The Project Board would receive regular feedback reports and these in turn, would form part

of the updates that the Programme Board would receive.

49

It should also be possible for SQU to assist other schemes or Divisions, should customer

service initiatives commence in 2020, in line with the overall Customer Service Strategy.

Rollout Sequence

The provisional rollout sequence is envisaged as follows:

• Midlands

• North West

• West

• Mid-West

• North East

• South East

• Cork

• Greater Dublin (undergoing transformation)

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Customer Service Strategy · 2021. 1. 13. · The Department recognises the importance of good customer service and in this context, one of the high-level objectives in the Statement

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